UWE, Bristol Project Management In A Nutshell

UWE, BristolProject Management in aNutshellDr Helen FrisbyResearcher Development ManagerHelen.Frisby@uwe.ac.uk0117 32 83848

“If we knew what it waswe were doing, it wouldnot be called research,would it?”Albert Einstein

Definition of a project“The principle identifying characteristic of aproject is its novelty. It is a step into theunknown, fraught with risk and uncertainty”(Dennis Lock)

Definitions of project management“The application of knowledge, skills,tools and techniques to projectactivities in order to meetstakeholder’s needs and expectationsfrom a project”“.the process of integrating everything thatneeds to be done as the project evolves throughits life cycle in order to meet the projectobjectives”

Project constraints?

Important to understand theconstraints on your project Be realistic: plan withinconstraints

Project Manage from the startAccumulatedeffort and costCostof changeLevel of influenceplanningimplementationcompletionPlan earlier rather than later – but never too late!

Planning a projectWho? &What?Get the detailPut planstogether identifying the stakeholders defining the scope identifying the tasks identifying the risks planning implementing review

Who are the stakeholders?“Any individual or organisation who hasinterest in the performance or outcome ofthe project ”Stakeholders usually input resources intothe project (towards success or failure!)Key to project management is meetingstakeholder expectations

Understanding stakeholders Who are the stakeholders of your project? What resources do they bring to the project? What do they expect in return? How much influence do they have in setting– the outcomes of the project?– how these are achieved? How can the stakeholders be managed? Are there conflicts between the interestsof stakeholders?

Defining the scope Scope – what needs to bedone Defines the boundaries ofthe project(what is / isn’t expected) Scope should be agreed byall Get this agreed up front

Changing the scope Most common reason for projectsdelivering late/over budget When changing scope ensure that:Changes are beneficial to the projectEverybody is aware of the impact on the scheduleand outcomes of the project

Project PlanningWho? &What?Get the detailPut planstogether identifying the stakeholders defining the scope identifying the tasks identifying the risks planning implementing review

Identify Tasks Once you’ve identified the scope, you can nowidentify the tasks you need to perform tocomplete your project Break your project down into tasks andsubtasks The subtasks should be small enough chunksso that you can easily assess your progress

Work Breakdown StructureProjectMajor Activity1.0Major Activity2.0Sub. Act.1.1Sub. Act.1.2Sub. Act.2.1Sub. Act.2.2Sub-Sub Act.1.1.1Sub-Sub Act.2.1.1Sub-Sub Act.2.1.2Sub-Sub Act.2.1.3Sub-Sub-Sub Act.2.1.1.1Major Activity3.0Sub. Act.2.3Sub. Act.3.1

Identify the risks Identify sources of risk Assess the likelihood of risk Assess magnitude of risk Develop response

QualityProject unicationpeopleProject dulesTimebudgetEquipmentExpense

Project PlanningWho? &What?Get the detailPut planstogether identifying the stakeholders defining the scope identifying the tasks identifying the risks planning implementing review

What’s the project plangoing to look like? Diary? PERT chart? Gantt chart? Pen and paper!

Assemble the activities identified in the WBS intoa project networkDABCFGE B can’t start till A is finished C, D and E can all be happening at the same time When G is complete the project is over

Critical pathDAB15C3F2EG231 3 paths through the project network The path which takes the longest to complete isreferred to as the critical path In this case it is ABDFG

PERT example1 wk309 wks2 wks203 wks1050604 wks8 wks40

An example of a Gantt chartDATEFixed date constraintTask 1FSFSTask 2Task 3Task 4SSTask 5FSTask 6EndLag or intervalMilestone

Useful monitoring tools Research diary/Progress Reports– monitor progress and ideas, and note why you have made particulardecisions (will help with methods chapter)– useful to write quarterly progress reports & identifyachievements/challenges and forthcoming objectives Supervisions– important to discuss progress and project management, and recorddiscussion/actions/outcome (email to supervisor/PI) Formal milestones (PGR students)– RD1, Progression, Annual Monitoring

Not going to plan? Make everybody aware of costs/implications of delaysDiscuss changes in plansAdding resources does not always speed things upRespond early before it is too lateRemember that the plan is a plan and is not rigid – Introduce some flexibilityIf the project is in crisis involve the client andstakeholders––––Your supervisor / line managerCollaboratorsColleaguesFriends

A few lessons from my experience! Be systematic – evaluate against deadlines Identify tasks which are slipping Identify areas where additional resourcemight help Keep critical activities on track Keep project plans updated, andalways work with latest version BE HONEST with yourself and otherstakeholders

SummaryWho? &What?Get the detailPut planstogether identifying the stakeholders defining the scope identifying the tasks identifying the risks planning implementing review

Thankyou, and best of luck!

Project Management in a Nutshell Dr Helen Frisby Researcher Development Manager . PERT example 10 20 60 30 50 40 2 wks 4 wks 8 wks 1 wk 3 wks 9 wks . An example of a Gantt chart Fixed date constraint Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 End FS FS FS SS Lag or interval Milestone DATE .